Recruitment, Selection, Retention

RECRUITMENT, SELECTION AND
RETENTION
STRATEGIC CHOICES
 An organization can make a strategic choice to focus recruiting efforts on m
inorities and women.
 Organization can choose to “make” or “buy” their employee
 Organizations make strategic decisions regarding the budget allocated for r
ecruiting and selecting employees
 An organization can make a strategic choice to explore untapped labor sour
ces
 Organizations make strategic decisions regarding the technological sophisti
cation of their recruiting and selection devices
 An organizations can choose the extent to which internal vs external recrui
ting methods are used
 An organizations must decide whether or not to develop a plan to retain qu
alified workers
RECRUITING METHODS
INTERNAL RECRUITMENT
Advantages Disadvantages
Employees familiar with organization Political infighting for promotion
Lower recruiting and training costs Inbreeding
Increasing morale and motivation for Morale problem for those not promoted
employees
Probability of success due to better

assessment of abilities and skills
EXTERNAL RECRUITMENT
Advantages Disadvantages
New ideas and approaches Lack of “fit” between employee and organization
“Clean slate” regarding company specific Lowered morale and commitment of employees
experiences from which to build
Level of knowledge and skill not available Increased adjustment period

in current organization
UTILIZING RECRUITING SOURCES
Company frequently use a variety

of internal and external recruiting
strategies to locate their workers.
Altough one technique may work

well for some organizations, the
same technique may prove
ineffective for others
POSSIBLE ORGANIZATIONAL
RECRUITING PLAN
RETAINING EMPLOYEES
One of the primary roles of recruitment is to attract a number of
qualified applicants. However retaining those employees selected is
also an important issue.
Too often a recruiter attemps to “sell” the organizations to the
candidate and subsequently inflates the positive characteristic of the
organization while minimizing any negative features.
This is often termed the flypaper approach, which assumes that if an
organization can attract people, these new employee will “stick” with
the organization.
ALTERNATIVES TO RECRUITMENT
 Traditional Temporary Help

 Long-term Temporary Assignment
 In-house Temporary Employees
 Temp-to-Perm Programs
 Part-time Employees
 Employee Leasing
 Temp-to-Lease Programs
 Independent Contractors
 Outsourcing Services
RECRUITING AND THE LEGAL ENVIRONMENT
To avoid disparate treatment charges, recruiting firm should keep in mind the
following :
• Prior using any type of selection test, it should be thoroughly tested for j
ob validity.
• If using an interview, make sure that is highly structured and that all interv
iewers ask exactly the same questions. If panel interviewers is used, c
heck the composition of the panel. If only one race, sex, and age the grou
p is represented, think about changing the panel. Finally, interviewers sh
ould be in-structured to write down only job – related item about the ca
ndidate.
• Be leery of testers. Testers usually works in pairs and apply for the same j
ob. Both applicant will supply virtually identical resumes, with the only s
ignificant difference being race, sex, or age. If the applicant from the prote
cted class gets turned down for the job and the majority candicate is hir
ed, the testers may be able to sue for discrimatory practices.
EVALUATING RECRUITING METHOD
Given the importance of recruiting to the organization, the methods used in

recruiting should be evaluated periodically.
One of the most important reason is to determine the cost versus the benefits
of various methods.
Recruiting costs include factors such as the cost of advertising, the salaries a
nd travel expenses of recruiters, travel expenses of potetial job applicants, an
d recruiting agency fees. These costs must be weighted against factors such as
the proportion of acceptance.
THE SELECTION PROCESS
Application Blanks and Resume
Testing
Interviews
Reference Checks
Job Offer
Physical Examination
Hire New Employee

Application Blanks and Resume
The initial screening of potential employees is usually done by examining r

esumes and/or having the aplicant fill out an application blank. Item that s
hould be requested include general biographical information : an extensive e
mployment history including most recent jobs, employer’s name, addresses, d
ates of employment, position held, and reason for leaving.
Personal references ; and the aplicant’s signature showing consent for the e
mployer to investigate all of the information provided.
An incomplete application should automatically disqualify the candidate.
Verification of an information on an application is becoming increasingly

important to avoid claims of negligent hiring.
Reability and Validity in Testing
Selection testing is means of obtaining standarized information from potential

employees. Standarization means that the test contains the same content for
each aplicant and is administered and scored in the same way for everyone.
Using test as a selection device is useful only when the tests are reliable and
valid.
.
Types of Selection Test
• Mental ability test

• Work Samples
• Personality and general interest inventories
• Honesty Tests
The Interview
Determine the job requirements through a formal job analysis.
Focus on only those knowlegde requirements, skills, ability, and
another characteristic necessary to perform the job well.
Develop interview questions based on information gathered in the
job analysis.
Conduct the interview in a relaxing setting. Try to put the job applica
nt at ease by giving general information about the company and as
king simple questions.
Evaluate each candidate according to his or her relevant job k
nowledge, skills, and abilities.
CONSEQUENCES OF NOT HIRING AN APPLICANT
MANAGEMENT GUIDELINES
Managers should consider recruiting minorities, female, handicapped, and older

workers as workforce demographic change.
Managers can often improve employee satisfaction, commitment, and retention r
ates by promoting from within the company when feasible.
Career development should usually be part of any training program for new hires
Preemployment forms should be free of questions that could be perceived as d
iscriminating.
Affirmative action principles, if observed in the recruiting and selection process, c
an help to develop a more diverse workforce.
Measurement reability and validity should always be considered in the recruiting
and selection process.
The specific recruiting and selection methods should be consistent with the s
trategic thrust of the firm.

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RECRUITMENT, SELECTION AND

Employees familiar with organization Political infighting for promotion

Lower recruiting and training costs Inbreeding

Probability of success due to better

Level of knowledge and skill not available Increased adjustment period

Company frequently use a variety

Altough one technique may work

 Traditional Temporary Help

Given the importance of recruiting to the organization, the methods used in

Hire New Employee

The initial screening of potential employees is usually done by examining r

An incomplete application should automatically disqualify the candidate.

Verification of an information on an application is becoming increasingly

Selection testing is means of obtaining standarized information from potential

• Mental ability test

Managers should consider recruiting minorities, female, handicapped, and older

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